Page | 1 San Luis Obispo Coun Enclosed: Contents of Year End Report………… Synopsis…………………………………………… Marketing Plan ……………………………… Mission, Vision & Core Values………… Administrator Highlights………………… Local Funds………………………..…………… Stat Summary Brief & Recap………… FY 2011|2012 Budget & Expenses S FY 2012|2013 Draft Budget…………… This page is left blank intentionally Following the review and approval www.WineCoastCountry.com/mem Compiled by Cheryl Cuming, CAO County BID [email protected]805.547.2243 (CBID) nty Tourism Business Improvement District (C YEAR END REPORT for 2011 Submitted April 3, 2012 ……………………………………………………………………………………… …………………………………………………………………………………… ……………………………………………………………………….…………… …………………………………………………………………………………… …………………………………………………………………………………… …..……………………………………………………………………………… ………………………….………………………………………………………… Summary…………………………………………………………………… …………………………….……………………………………………………… y…………………………………………………………………………………… by the Board of Supervisors, this report is available mbers CBID) ……………… 1 ……………… 2 – 3 ………………. 4 - 11 ………….…… 12 …………….… 13 …………..... 14 - 16 …………….… 17 - 19 ……………… 20 …….………. 21 …………….. 22 e on
Transcript
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San Luis Obispo County Tourism Business Improvement District (CBID)
Enclosed:
Contents of Year End Report………………………………
Synopsis……………………………………………………………………………………………………………………………………………Marketing Plan …………………………………………………………………………………………………….…………………………. 4 Mission, Vision & Core Values…………………………………………………………………………………………………….……Administrator Highlights……………………………………………………………………………………………………………….…
Local Funds………………………..……………..………Stat Summary Brief & Recap………………………………….…………………………………………………………………….…
FY 2011|2012 Budget & Expenses Summary……………
FY 2012|2013 Draft Budget……………………………………….…………………………This page is left blank intentionally……………………………………………………………………………………………….. 22
Following the review and approval by the Board of Supervisors, this report is available on www.WineCoastCountry.com/members
Stat Summary Brief & Recap………………………………….…………………………………………………………………….… 17 - 19 …………………………………………………………………… 20
……………………………….………. 21 This page is left blank intentionally……………………………………………………………………………………………….. 22
Following the review and approval by the Board of Supervisors, this report is available on
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San Luis Obispo County Tourism Business Improvement District (CBID)
This synopsis provides a 10,000 foot view of the CBID approach. The 2011/2012 Marketing Plan is included and details the specifics.
Our Plan
The CBID launched the newly developed brand ~
With our primary marketing tools in place, we launch
2010 targeted to the off-season timeframe through June 2011
promotion from July – October. As before, o
economic well being of our constituents.
Our Objectives
To position the San Luis Obispo County Tourism Business Improvement District (CBID) as a key contributor to increasing the number of visitors inquiring about overnight stays in the
in turn promotes the economic well being of our constituents (motels, hotels, B&Bs and vacation rentals).
1. Become a primary component to driving increased TOT, which in turn increases overall occupancy for CBID constituents.
2. Build and strengthen the CBID brand by positioning the destination as truly unique and different
from its competitive set.
3. Target improved occupancy by increasing new visitor and repeat visitors
target market/segments utilizing a mix of promotions with an emphasis on the shoulder season.
4. To develop and implement countywide partnerships with the
stakeholders see their competition as those outside San
San Luis Obispo County Tourism Business Improvement District (CBID)
Synopsis for 2011
This synopsis provides a 10,000 foot view of the CBID plan, which provided the framework for our approach. The 2011/2012 Marketing Plan is included and details the specifics.
newly developed brand ~ WineCoastCountry ~ and the website in late 2010.
tools in place, we launched our first Shoulder Season Campaign
season timeframe through June 2011, and then implemented our Summer/Savor
As before, our eye was set on meeting our mission
economic well being of our constituents.
To position the San Luis Obispo County Tourism Business Improvement District (CBID) as a key contributor to increasing the number of visitors inquiring about overnight stays in the
in turn promotes the economic well being of our constituents (motels, hotels, B&Bs and vacation rentals).
Become a primary component to driving increased TOT, which in turn increases overall occupancy
strengthen the CBID brand by positioning the destination as truly unique and different
Target improved occupancy by increasing new visitor and repeat visitors and length of stay target market/segments utilizing a mix of elements including special events, advertising and promotions with an emphasis on the shoulder season.
To develop and implement countywide partnerships with the CBID being a catalyst sostakeholders see their competition as those outside San Luis Obispo County.
San Luis Obispo County Tourism Business Improvement District (CBID)
plan, which provided the framework for our
website in late 2010.
Shoulder Season Campaign in November
, and then implemented our Summer/Savor
ur eye was set on meeting our mission ~ to increase the
To position the San Luis Obispo County Tourism Business Improvement District (CBID) as a key contributor to increasing the number of visitors inquiring about overnight stays in the CBID region, which
in turn promotes the economic well being of our constituents (motels, hotels, B&Bs and vacation rentals).
Become a primary component to driving increased TOT, which in turn increases overall occupancy
strengthen the CBID brand by positioning the destination as truly unique and different
and length of stay from ts, advertising and
being a catalyst so that all area
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Our Key Initiatives
Summarized below are the 6 key initiatives set in 2010, with the associated results from our 2011 efforts:
• Initiative: driving website traffic to push leads to our constituent STAY profiles Result: Over 528,000 page views with 18.9% going to STAY profiles
• Initiative: editorial coverage based on an aggressive out of area PR campaign Result: Over 185million PR impressions, including Good Morning America and US Airways Magazine
• Initiative: launch a shoulder season promotion to drive business during the off season Result: A 9.4% increase in TOT (November thru June of 09/10 versus 10/11)
• Initiative: implement 7 local funding programs to give 1% of the assessment back to the
community that created it in order to develop local tourism efforts Result: Formed 6 of the 7 local fund boards which funded 22 projects
• Initiative: build and nurture collaborative partnerships Result: 29.7% of our WCC.com referral traffic comes from our partnership with Hearst Castle
• Initiative: create the framework for the CBID’s brainchild the “Highway 1 Loop”
Result: With over 400 PLAY profiles loaded, the newly coined “Traveler’s Journey” will be launched in September 2012
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Vision To develop and implement tourism programs that take into consideration the interests and needs of
current and potential visitors, local tourism related businesses and local governments, with respect environment and the values of the community.
To develop and implement a countywide tourism effort with the with a focus on quality of purpose and a common goal see their competition as those owe improve countywide occupancy levels.
Overall Strategic Goals
The strategic goals are based on the interconnection of the economy, the environment and consumers. The achievement of each of these goals will promotion.
Economic Effectively promote tourism in a way that optimizes recreation, agriculture and history; and contributes to
increased occupancy, overall economic prosperity, increased employment of the county while working to support the rural small town attributes.
Consumer To attract visitors through the development of a unincorporated area of San Luis Obispo County brand and education by specifically developing an appreciation of the scenic qualities, geography, history, recreation,
attractions and ambiance, i.e., the key benefits and attributes the unincorporated areas of the county and region offers. Environment and Natural Resources
To protect and preserve the aesthetic, historical, agricultural and cultural foundations of San Luis Obispo County.
In order to achieve the overall strategic goals stated above and to develop a sustainable tourism marketing program, the CBID must successfully position and differentiate the destination, optimize technology and focus on a multi level integrated approach.
CBID Marketing Plan
Fiscal Year: 2011 2012
Updated: August 16, 2011
To develop and implement tourism programs that take into consideration the interests and needs of
current and potential visitors, local tourism related businesses and local governments, with respect environment and the values of the community.
To develop and implement a countywide tourism effort with the CBID taking a lead role with a focus on quality of purpose and a common goal — that all area stakeholders see their competition as those outside San Luis Obispo County and together we improve countywide occupancy levels.
The strategic goals are based on the interconnection of the economy, the environment and consumers. The achievement of each of these goals will create a balanced and sustainable approach for tourism
Effectively promote tourism in a way that optimizes recreation, agriculture and history; and contributes to
increased occupancy, overall economic prosperity, increased employment and for the unincorporated area of the county while working to support the rural small town attributes.
To attract visitors through the development of a unincorporated area of San Luis Obispo County brand and an appreciation of the scenic qualities, geography, history, recreation,
attractions and ambiance, i.e., the key benefits and attributes the unincorporated areas of the county and
the aesthetic, historical, agricultural and cultural foundations of San Luis Obispo
In order to achieve the overall strategic goals stated above and to develop a sustainable tourism marketing program, the CBID must successfully position and differentiate the destination, optimize technology and focus on a multi level integrated approach.
To develop and implement tourism programs that take into consideration the interests and needs of
current and potential visitors, local tourism related businesses and local governments, with respect for the
taking a lead role that all area stakeholders
utside San Luis Obispo County and together
The strategic goals are based on the interconnection of the economy, the environment and consumers. create a balanced and sustainable approach for tourism
Effectively promote tourism in a way that optimizes recreation, agriculture and history; and contributes to
and for the unincorporated area
To attract visitors through the development of a unincorporated area of San Luis Obispo County brand and an appreciation of the scenic qualities, geography, history, recreation,
attractions and ambiance, i.e., the key benefits and attributes the unincorporated areas of the county and
the aesthetic, historical, agricultural and cultural foundations of San Luis Obispo
In order to achieve the overall strategic goals stated above and to develop a sustainable tourism marketing program, the CBID must successfully position and differentiate the destination, optimize
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Objectives
To position the San Luis Obispo County Tourism Business Improvement District (CBID) as a key contributor to increasing the number of visitors inquiring about overnight stays in the CBID region, which
in turn promotes the economic well being of our constituents (motels, hotels, B&Bs and vacation rentals).
Become a primary component to driving increased TOT, which in turn increases overall occupancy for CBID constituents.
Build and strengthen the CBID brand by positioning the destination as truly unique and different from its competitive set.
Target improved occupancy by increasing new visitor and repeat visitors and length of stay from target market/segments utilizing a mix of elements including special events, advertising and promotions with an emphasis on the shoulder season.
To develop and implement countywide partnerships with the CBID being a catalyst so that all area stakeholders see their competition as those outside San Luis Obispo County.
Target Markets (need to rank in order to priority)
Primary
Greater Bay Area (including San Francisco, Oakland & San Jose) Greater Los Angeles Area (including LA, Orange County & the Inland Empire) Central Valley Area (including Fresno & Bakersfield) Southern CA including San Diego
Central Coast including Santa Barbara, Ventura, Monterey, Carmel & Salinas Note: Google Analytics ranking of U/V detail included in Addendum
Secondary: 5 western states (according to CTTC stats for 2010 2011) WA, OR, NV, UT, CO and AZ Direct flight from AZ & NV only and direct flight to SB from WA, CO Suggested focus here would be AZ
Note: Budget dictates that these audiences be targeted through the coop plan. Demographic & Psychographic Segmentation:
• Adults 35-54 and 55+ (suggested age range from SMG EVC report is 35 – 64)
• $100,000+HHI • Discretionary spending for travel • Ability to travel mid-week and off-season
• Interested to travel with children (if applicable) • Interested in natural surroundings/environment • Young at heart mindset • Like a small community experience
• Appreciation for and active recreation based outdoor lifestyle
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Objective, Strategy, Goal & Tactics
1. Become a primary component to driving increased TOT, which in turn increases overall occupancy
for CBID constituents.
Strategy:
Develop a “Multi Level Approach” to help drive occupancy and create the opportunity for the CBID
marketing efforts to maximize the exposure of the WCC region, including an event focus,
sponsorships, local integration and constituent engagement.
Goal: Increase lodging revenues as measured by TOT above key competitive markets (Santa Barbara &
Monterey), utilizing the 2011 baseline history to be measured through June 2012. Maintain the ordinance protest percentage under 10%. Grow consumer database to 20,000.
Tactics: The CBID has the opportunity to think of its marketing efforts in a multi pronged approach
designed to maximize the brand. Each level of promotion builds on the next, but is driven by the
creation of the WCC and its marketing efforts.
1. Regional/County DMO Support the VCB in its efforts to grow the overall destination pie and effectively compete against other destinations. Furthermore, integrate the WCC destination product with the VCB marketing programs
o Build on the opportunities created by the 2011 Sunset Savor sponsorship by creating
a promotional giveaway that will drive interest in WCC.com and in turn create
overnight stays for the CBID constituents.
o Sponsor Sunset Savor the Central Coast 2012
o Invest in the VCB Member Value Program whereby all CBID constituents are represented on the VCB website, and negotiate additional value added benefits that will drive interest to CBID constituents and WCC.com.
o Partner with the VCB to have a presence at specified trade shows, both industry and consumer, in order to further the WCC brand to potential visitors. Additionally, personally attend the CTTC Outlook Forum.
2. WCC Region
Develop umbrella positioning for WCC and create a critical mass of activities, event, history and culture that will define the WCC brand.
o Create a minimum of 20 new PLAY profiles monthly
o Create a minimum of 20 new EAT & EVENT content monthly (admin support)
o Improve organic search results through Natural Search Optimization
o Continue monthly e-blasts to newsletter database providing relevant trip planning information and partnership opportunities.
o Ongoing Social Media presence to continue to build consumer database and utilize as
a platform for promotions and partnership opportunities.
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3. Local Areas
Focus on special event funding to build tourism content and reinforce the brand, while developing a funding approach to support local events.
o Utilize the CBID Event Committee to “vet” potential events and determine if it would
be viable to partner with others to bring that event to the WCC region. If viable, the CBID would connect local boards and potential partners with the event promoter and
the CBID would consider additional sponsorship monies to support the event.
o Support and promote local board integration in to the planning and execution of
events that will benefit their region, or the WCC region overall. Request local funding when applicable.
o Encourage constituent engagement through the use of a bi-annual constituent
newsletter communication and automated quarterly reporting to provide leads by property.
2. Build and strengthen the CBID brand by positioning the destination as truly unique and different
from its competitive set.
Strategy: Develop the CBID brand through the implementation of new or improved tourism infrastructure within the WCC region to clearly differentiate the destination from the competition and make it relevant in the mind of consumers by emphasizing key attributes, translating them into believable
and meaningful benefits for new and repeat target market segments. Goal:
Working with the 7 Local Boards, create “reasons to stay” within each WCC region through development of product/experience investments that can help effectively differentiate their region to potential visitors to the area, and serve to benefit the competitiveness of the region over the medium and long term.
Tactics:
1. Product/Experience Development – Loop Road
• Use general funds to create the initial loop criteria, route & name/brand. Engage local residents to name the loop. Repurpose existing content to develop a Loop page on WCC.com with a distinctive URL.
• Partner with the BID Alliance to provide funding and content to complete the loop within
their region.
• Work with the local boards to fund the details about their region, incorporating the Cal Poly sub-loop information.
2. Stewardship & Sustainability Given the natural backdrop, the rural nature, availability of outdoor recreation and smaller scale of tourism development in the WCC regions (and all of SLO County), a sustainable tourism approach would be a significant approach to tourism and future tourism infrastructure.
• Develop a Stewardship/Sustainability Committee, hosted by an outside professional and
served by local constituents, the County, EVC, Cal Poly and others to assist the CBID in developing a plan.
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Contract with a Grant writer to explore the opportunities to obtain USDA grant monies to build and/or expand infrastructure and sustainability. Approach BID Alliance to request funding support.
3. Sub-brand Development
• Develop the plan to implement a restaurant association with the potential of future assessment revenue to the CBID.
4. Visitor Information
• Develop a fulfillment piece whereby each community is highlighted. The piece will be downloadable from WCC.com, and can be placed on regional website. Includes copy & design only. Printing will need to be confirmed once a design has been approved.
• Approach local boards to fund their region collateral, which can be easily repurposed for use at the local level.
• Expand WCC content presence on CTTC VisitCalifornia.com website
Budget: admin support
5. Research & Measurement
In order to determine if we are truly communicating our unique and distinctive differences we must gather data to assist WCC in making brand decisions as we formulate strategies.
• Implement a past visitor survey in conjunction with the VCB to determine if our USP created
in our WCC brand is resonating with our consumers. Budget: included in VCB MVP
• Implement a new visitor survey utilizing our e-newsletter database for out-of-area subscribers in key feeder markets. Encourage participation by offering wine event tickets (or the like) and a 2-night stay. Budget: minimal and not yet in budget
3. Target improved occupancy by increasing new visitor and repeat visitors and length of stay from
target market/segments utilizing a mix of elements including special events, advertising and
promotions with an emphasis on the shoulder season.
Strategy:
Creating diversity beyond the WCC website to promote the WCC region during the off-season to build on the positive revenue effects of summer and provide additional momentum through the
softer revenue period. Goal:
Implement a diversified marketing effort that will generate a 90% out of area viewership on WCC.com, and in turn drive occupancy to CBID lodging properties to achieve TOT growth greater than that of our competitive set (Santa Barbara & Monterey).
Tactics: Based on the 2010 2011 Shoulder Season campaign success, several tactics will be implemented to drive awareness, and preference, in order to get CA residents visiting the WCC region.
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o Implement a Loop Road promotion to support the newly created tourism infrastructure to build interest in coming to visit.
o Utilize internet and on line marketing to drive traffic to WCC.com, build the consumer
database and engage potential visitors on social media. Includes a niche market focus, and exploration of new technologies including in-app ads.
o Improve organic search results through Natural Search Optimization
o Focus the monthly e-newsletter to gain additional subscribers that have not yet
visited the WCC region.
o Ongoing Social Media presence to continue to build consumer database and as a
platform for promotions and partnership opportunities.
o Public Relations, including promotions and personality endorsements.
4. To develop and implement countywide partnerships with the CBID being a catalyst so that all area
stakeholders see their competition as those outside San Luis Obispo County.
Strategy:
Coordinate our marketing with other DMO’s in order to decrease duplication of effort, and allow our budget dollars to work harder and go further.
Goal:
Build reciprocal relationships with our 5 key partners including Hearst Castle, VCB, PRWCA and SLO Wine and the BID Alliance, and continue to build opportunities with Cal Poly.
Tactics: o Partner with VCB & the Uniquely SLO Cluster to define the Stewardship/Sustainability
goals
o Incorporate the Film Commission within the VCB partnership
o Implement a reciprocal linking program
o Participate in the VCB/BID Alliance Coop Plan
o Identify partnership opportunities that will gain additional access to key target
markets and/or expand our presence in feeder markets (promotions) and create momentum behind WCC marketing efforts
o Build a staff infrastructure that allows focused time with constituents, local boards
and partner opportunities
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Budget - FY 2011 2012
Ongoing Items Hosting & maintenance: $30,000
Content additions: $12,000
PR $3,835
Acct coordination and mgmt.: $16,800
Natural search: $11,000
E-newsletter: $8,200
Social media: $10,000
Paid advertising: $13,000
Savor Getaway promotion: $6,500
Savor 2011 Promotional Items $8,000
VCB Member Value Program $46,800
Shoulder Season Promotion (RFP) $202,700
Approved to date Sub Totals:
$368,835
Administration
Admin Totals:
$99,500
Current Items for Consideration
Hwy 1 Loop Development $15,000
Collateral/brochure dev $5,000
Totals:
$20,000
Future Items for Consideration
Event Focus $50,000
Savor 2012 $40,000
Constituent Engagement $7,500
Sustainability & Stewardship $10,000
Trade Shows $4,000
Potential Partnerships & Coops $40,000
Totals:
$151,500
Contingency $71,765
Grand Total $711,600
As of August, 2011
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Timeline
Year End Report & Draft Budget April 2011
Board Retreat May 2011
Conclude FY 2010 2011 Shoulder Season Campaign June 2011 Marketing Partner Presentations June Board meeting
Marketing Plan Presentation July special meeting
Confirm Summer & Savor Plan July Board meeting
Shoulder Season preparation Aug Board meeting
Shoulder Season Campaign Presentation Sept Board meeting
Shoulder Season materials for approval Oct Board meeting Launch Shoulder Season Campaign Nov 2011–June 2012
Board Retreat March 2012
Marketing Plan presented for 2012 | 2013 April 2012
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Administrator’s Highlights
BID Infrastructure
� Prepare & maintain master constituent list containing � Administered 3 CBID sub-committees and held meetings: Marketing� Managed and coordinated Board Retreat� Wrote 2011 2012 Marketing Plan
� Administered Shoulder Season RFP effort� Coordinated initial launch of Stewardship Tourism Marketing project,
Collaborations
� Ongoing contact & partnership with County Liaison, Nikki Schmidt� Development of Highway 1 Traveler’s Journey project (experiential tour of our region)� Coordinated with Cal Poly RPTA class
� Evolved relationships with County Parks, SLO COG, and SLO County Airport � Supported initial effort to prepare IronMan RFP submission� Attended CTTC Outlook Forum and created relationship with John Lambeth� Supported partnerships with Hearst Castle/State Parks, Cal Poly, Wine Alliances and
� Cal Poly RPTA Advisory Council member
Outreach: Constituents, Local Areas, Consumers
� Formed 3 Local Fund Boards: Avila Beach, San Simeon & Los Osos|unincorporated Morro Bay � Administered 6 Local Fund Boards totaling 26 Board members throughout 8 CBID regions� Lead 6 Monthly Local Fund Board meetings and built infrastructure for ongoing success� Assisted with the implementation, and ultimate approval, of 22 local fund applications
� Published constituent newsletter
Web Development
� Launched the Content Management System� Managed www.WineCoastCountry.com� Administrative management of content addition totaling 413 PLA� Analyzed Goggle Analytics, Insights (Face Book) and Natural Search for tracking success
� Launched Media Center on WCC.com� Launched API feed with filter functionality for use by all constituents and local funds� Launched STAY EAT PLAY EVENT tab on Face Book to drive Unique Visitors to WCC.com
Advertising/PR
� Managed promotions for Summer/Savor season (June Season campaign (November 2011
� Active on Social Media platforms, including Facebook, and launched a blog� Created and published monthly e� Initial contact and eventual 26-
Prepare & maintain master constituent list containing 801 lodging properties committees and held meetings: Marketing, Events
Managed and coordinated Board Retreat for 2011 2012 planning Wrote 2011 2012 Marketing Plan and managed trademark process and approval
Administered Shoulder Season RFP effort and 2-year marketing partnership RFP effortCoordinated initial launch of Stewardship Tourism Marketing project, including full day workshop
Ongoing contact & partnership with County Liaison, Nikki Schmidt Development of Highway 1 Traveler’s Journey project (experiential tour of our region)Coordinated with Cal Poly RPTA class throughout Traveler’s Journey project proposals
Evolved relationships with County Parks, SLO COG, and SLO County Airport Supported initial effort to prepare IronMan RFP submission Attended CTTC Outlook Forum and created relationship with John Lambeth
Hearst Castle/State Parks, Cal Poly, Wine Alliances and
Cal Poly RPTA Advisory Council member
Outreach: Constituents, Local Areas, Consumers
Formed 3 Local Fund Boards: Avila Beach, San Simeon & Los Osos|unincorporated Morro Bay 6 Local Fund Boards totaling 26 Board members throughout 8 CBID regions
Lead 6 Monthly Local Fund Board meetings and built infrastructure for ongoing successAssisted with the implementation, and ultimate approval, of 22 local fund applications
onstituent newsletter
Launched the Content Management System www.WineCoastCountry.com totaling over 2,500 pages of content
Administrative management of content addition totaling 413 PLAY, 330 EAT and 120 EVENT profilesAnalyzed Goggle Analytics, Insights (Face Book) and Natural Search for tracking success
Launched Media Center on WCC.com Launched API feed with filter functionality for use by all constituents and local funds
EAT PLAY EVENT tab on Face Book to drive Unique Visitors to WCC.com
for Summer/Savor season (June – November) and launched (November 2011 – June 2012) to improve occupancy in the off
platforms, including Facebook, and launched a blog Created and published monthly e-newsletter; grew subscriber base
-page feature on SLO County in US Airways Magazine (April 2011)
year marketing partnership RFP effort including full day workshop
Development of Highway 1 Traveler’s Journey project (experiential tour of our region) urney project proposals
Hearst Castle/State Parks, Cal Poly, Wine Alliances and The Tribune
Formed 3 Local Fund Boards: Avila Beach, San Simeon & Los Osos|unincorporated Morro Bay 6 Local Fund Boards totaling 26 Board members throughout 8 CBID regions
Lead 6 Monthly Local Fund Board meetings and built infrastructure for ongoing success Assisted with the implementation, and ultimate approval, of 22 local fund applications
Y, 330 EAT and 120 EVENT profiles
Analyzed Goggle Analytics, Insights (Face Book) and Natural Search for tracking success
Launched API feed with filter functionality for use by all constituents and local funds EAT PLAY EVENT tab on Face Book to drive Unique Visitors to WCC.com
launched Shoulder to improve occupancy in the off-season
page feature on SLO County in US Airways Magazine (April 2011)
By Laws: October 2011Board Meeting: 1st Wednesday of each Funds Balance: $24,601
Oceano|Nipomo
By Laws: January 2012
Board Meeting: Quarterly Funds Balance: $25,967
Unincorporated San Luis Obispo|Unincorporated Arroyo Grande
Board: By Laws not yet confirmedBoard Meeting: TBD Funds Balance: $6,365
Local Fund Recap for 2011
As the CBID was formed, the CBID Advisory Board agreed on the importance of bringing funds generated
within each community back in to that community. The ordinance allows for 1% of the 2% BID
Assessment to be attributed directly to the Local Fund region that created it. Following is a summary of
each Local Fund, including the BID Assessment Collected and the year to date project applications. These
projects are lead by a local fund board and the approved applications are funded directly from assessment
local fund budget.
Avila Beach Tourism Alliance (ABTA)
June 2011
Wednesday of each month
Cambria Tourism Board (CTB)
February 2011 Tuesday of each month
Visitor Alliance of Cayucos (VAC)
February 2011 Monday of each month
San Simeon Tourism Alliance (SSTA)
October 2011
Tuesday of each month
Baywood Park|unicorporated Morro Bay
October 2011 Wednesday of each quarter
January 2012
Quarterly
corporated San Luis Obispo|Unincorporated Arroyo Grande
not yet confirmed
As the CBID was formed, the CBID Advisory Board agreed on the importance of bringing funds generated
within each community back in to that community. The ordinance allows for 1% of the 2% BID
hat created it. Following is a summary of
each Local Fund, including the BID Assessment Collected and the year to date project applications. These
applications are funded directly from assessment
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Local Fund
JANUARY FEBRUARY
Avila Beach 8,435.78
Arroyo Grande/SLO (uninc) 211.10
Cambria 19,522.30 13,038.66
Cayucos 5,636.05
Los Osos/Morro Bay (uninc) 756.08
Nipomo/Oceano 948.76
San Simeon 6,203.58
41,778.98 35,056.33
AUGUST SEPTEMBER
15,846.49
375.86
36,493.63
18,039.81
2,669.24
3,693.53
18,261.05
95,379.60
Local Fund – BID Assessment Collected in 2011
Represents 1% of the 2%
FEBRUARY MARCH APRIL MAY
6,915.08 9,884.93 8,712.79 9,928.89 6,800.98
129.04 217.20 336.17 145.23
13,038.66 18,280.11 15,640.59 17,521.31 22,861.14
3,428.63 3,539.05 2,635.39 4,960.44 5,993.83
1,081.43 1,132.86 1,157.12 781.40 3,020.01
501.81 685.43 465.73 798.72 1,853.28
9,961.69 4,003.55 6,094.20 7,046.05 13,834.12
35,056.33 37,743.11 35,041.98 41,182.03 54,699.80
SEPTEMBER OCTOBER NOVEMBER DECEMBER
15,301.83 11,364.50 7,569.49 8,631.83
448.26 612.42 487.16 410.54
36,348.89 30,707.13 23,466.11 21,654.53
9,717.52 12,082.82 5,023.23 4,778.69
2,082.82 1,455.69 1,315.62 1,432.10
2,763.11 1,589.07 1,147.64 1,047.66
22,361.86 12,870.15 11,602.18 9,566.58
89,024.27 70,681.77 50,611.42 47,521.91
JUNE JULY
6,800.98 12,879.69
336.45 451.81
22,861.14 26,982.49
5,993.83 8,249.70
3,020.01 1,597.94
1,853.28 1,298.89
13,834.12 10,695.67
54,699.80 62,156.18
DECEMBER TOTAL
8,631.83 122,272.26
410.54 4,161.22
21,654.53 282,516.86
4,778.69 84,085.13
1,432.10 18,482.29
1,047.66 16,793.61
9,566.58 132,500.65
47,521.91 660,877.36
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Local Fund Application Summary
Cambria:
Verdin – research, plan and logo design ($34,000) Tour of CA sponsorship ($2,600) Parker Sanpei - Highway 1 PR effort ($1,250) Chamber - Monument Signage ($3,500)
Scarecrow Festival 2011 Sponsorship ($2,800)Verdin - redesign of web site (up to $68,350)
Rademaker Design - logo ($6,300)
Trip Advisor Community Page & Banner ads ($15,000) FreshBuzz - Trip Advisor platform Phase I ($7,360) Managing Assistant (up to $20,600 + approved expenses for 6 months) Scare Crow Festival 2012 ($4,516)
Verdin - Highway 1 PR Effort ($345) YMCA – CC Classic Century Bike Ride ($860) Avila Beach:
Administrative Assistant (up to $7,500 + approved expenses for 6 months) Sea Life Center – Earth Day & Marine Clean Up ($250) Cayucos:
Administrative Assistant ($2,500; 10 months at $25Chamber - Sea Glass Festival 2011 sponsorship ($1,200)
Parker Sanpei - Highway 1 PR effort ($500)
County Parks - Volleyball Court & Fire Rings ($2,800) Eric Wray - Logo Design ($500) Chamber - Sea Glass Festival 2012 sponsorship ($ Cuesta Community Programs -
Options - CC Oyster Festival sponsorship/FAM ($3,750)Administrative Assistant ($2,500; 10 months at $25/hour for 10hrs/mnth)
San Simeon:
Parker Sanpei - Highway 1 PR effort ($Verdin|RIESTER – Phase I redesign web site (up to $4,500)Verdin - Highway 1 PR Effort ($345)
Los Osos/Baywood/uninc. MB: VCB - Savor sponsorship ($2,500)
Administrative Assistant ($2,500; 10 months at
Options – CC Oyster Festival Sponsorship (3/27 meeting
Local Fund Application Summary – as of 3/21/2012
research, plan and logo design ($34,000) Tour of CA sponsorship ($2,600)
Administrative Assistant (up to $7,500 + approved expenses for 6 months) Earth Day & Marine Clean Up ($250)
Administrative Assistant ($2,500; 10 months at $25/hour for 10hrs/mnth) Sea Glass Festival 2011 sponsorship ($1,200)
Highway 1 PR effort ($500)
Volleyball Court & Fire Rings ($2,800) Logo Design ($500) Sea Glass Festival 2012 sponsorship ($4,999)
Writer’s Conference Sponsorship ($3,300)
CC Oyster Festival sponsorship/FAM ($3,750) Administrative Assistant ($2,500; 10 months at $25/hour for 10hrs/mnth)
Highway 1 PR effort ($1,250) Phase I redesign web site (up to $4,500) & Phase II redesign web site ($24,500)
Highway 1 PR Effort ($345)
Savor sponsorship ($2,500) Administrative Assistant ($2,500; 10 months at $25/hour for 10hrs/mnth)
CC Oyster Festival Sponsorship (3/27 meeting - $2,750)
Social Media platform Phase I ($7,360)
Phase II redesign web site ($24,500)
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Website, Social Media and Current Assets
www.WineCoastCountry.com launched in
Summarized below are the stats from 2011:
Total visits: 139,380
Unique Visitors: 117,901
Page views: 528,590
these views going to STAY profiles
Average PV: 3.7
Average Time on Site: 2:13
Bounce Rate: 57.
New vs. Returning: 84.72% vs. 15.28%
Traffic Sources: 45% referring (from other sites); 41
engine)
The CBID has developed several assets
Tools Itinerary builder, event calendar, regional map,
add profile capabilities, members’ site (.com/members), media portal
(.com/media)
Content over 2,500 pages with 437 (STAY); 426
e-Newsletter 11,640 subscribers
Face Book 6,603 likes
Blog launched in
Videos 15, including general, by region and niche interests
Virtual Tours 25
Stat Brief for 2011
and Current Assets
launched in late 2010, and is the primary marketing tool for the CBID.
Summarized below are the stats from 2011:
139,380 – grew by 344%
117,901 – grew by over 100,000
528,590 – got 11 times larger in only 12 months
these views going to STAY profiles
3.79 (average pages that were viewed per visit)
2:13 (amount of time each unique visitor spend on WCC.com)
57.6% (percentage of people that left the site without viewing a page)
84.72% vs. 15.28%
45% referring (from other sites); 41% search (WCC found thru search
engine); 10% direct (typed in WCC.com)
eral assets in 2011, following the website launch, which
Itinerary builder, event calendar, regional map, fully integrated CMS
add profile capabilities, members’ site (.com/members), media portal
(.com/media) and photo gallery (FLICKR).
over 2,500 pages with 437 (STAY); 426 (PLAY); 336 (EAT);
subscribers – added 6,700 in 2011
likes – added 6,486 in 2011
launched in November 2011
, including general, by region and niche interests
, and is the primary marketing tool for the CBID.
only 12 months with almost 20% of
)
(amount of time each unique visitor spend on WCC.com)
(percentage of people that left the site without viewing a page)
(WCC found thru search
, which includes:
fully integrated CMS including
add profile capabilities, members’ site (.com/members), media portal
(PLAY); 336 (EAT); 120 (EVENTS)
Page | 18
TOT Tracking
In order to measure the success of our efforts, we tracked the TOT increase during our Shoulder Season
campaign, as well as the overall TOT increase for 2011. Working with our County Liaison, Nikki Schmidt,
the monthly TOT paid is summarized and compared Year-Over-Year.
For 2011 versus 2010, bed tax shows an increase of 7.5%. Comparatively, we saw an even greater
increase during our off season promotion (November 2010 – June 2011), coming in at a 9.4% Year-Over-
Year.
Advertising
Our advertising consisted of on line advertising utilizing Facebook and Google Ad Words with a focused
effort to improve our SEO (ranking in Google and others) through improvements in natural search (use of
key words on our site, meta-tags on page titles, reciprocal linking, etc). Our strategy focused on local and
national sites with specific geo targeting to limit the messaging to the most relevant users, plus Cost Per
Click programs on the major search engines and Facebook, which complimented the banner placements.
This campaign delivered over 92,000 visits to our website.
Public Relations
With over 166 articles, WCC.com was found in well known media like: Good Morning America, Sunset Magazine, Coastal Living, 805 Living, Yahoo.com, Travel Age West, National Geo Traveler, Phoenix Magazine, USA Today, San Francisco Examiner, US Airways Magazine,
Huffington Post, Epoch Times, About.com, San Joaquin Kids…and more. Please go to www.WineCoastCountry.com/media to obtain the article/coverage.
Partnerships
The CBID’s vision talks about collaborating within our County so that we can better compete outside of our County ~ this is the cornerstone and drives our collaboration with key partners. Hearst Castle and State Parks continue to be our main focus. With almost 30% of our web referral traffic coming from HearstCastle.com, the CBID will continue to work to find new ways to grow our businesses.
Both SLO County Wine Alliances share their content with WCC.com, and in 2011 the CBID created the beginnings of a great opportunity with the Cal Poly Alumni Association. Furthermore, the CBID continues to be an active part of the BID Alliance, which the CBID lead the formation of in 2010.
WCC.com also monitors other sites that pull big out of area traffic, and then look to them to create a win-win. These include SanLuisObispo.com (The Tribune), and local regional/Chamber sites (SLO, Cambria,
San Simeon and Avila Beach). Our January – December 2011 stat summary is provided on the next page and summarizes the above.
Page | 19
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General Fund Budget & Expenses Recap - FY 2011|2012
Note: A 2% assessment creates the overall fund. At the onset of FY 2010|2011, the funds collected were utilized to create the initial infrastructure and thus the expenses incurred where shared between the General Fund and the Local Area Fund. Beginning in October 2011, expenses are being shouldered by the General Fund, which represents 1% of the 2% collected. The remaining 1% collected is being allocated directly in to the Local Area Funds. The Local Area Fund is responsible for 50% of the Administration expenses incurred, which is divided among each local area depending on their percentage of contribution to the overall fund.
Page | 21
County BID
Review of collections in 2011 2012
2011 2012 Budgeted collections + carry
2011 2012 Carry forward
2011 2012 Actual collections (July
2011 2012 Projected collections (February
2011 2012 Total Projected Collections
2011 2012 Total Income, including carry
Difference in budgeted income versus anticipated income
Anticipated Income for 2012 2013
Anticipated Carry forward
2011 2012 Collections
Anticipated Increase in Collections
2012 2013 Projected Collections
2012 2013 Total Income including Carry
Anticipated Expense Budget for 2012 2013
Funds allocated to marketing efforts & web development
